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Guest post by David Landry Former Elabor8er, David Landry has been leading significant technology and business change projects for over 30 years. Agile comes with big expectations. Companies think that by applying agile ways of working, they will instantly simplify their processes and begin to deliver faster, with less people, while at the same time removing costs from the organisation.…

When you look for innovators in the modern business world, you look to Amazon. The company has made innovation its goal in everything that it does. They have to be because they need to stay ahead of customer demands. As Amazon CEO Jeff Bezos puts it: “Our customers are loyal to us right up until the second somebody offers them…

What does a PO do

Does this scenario sound familiar? A new development team comes together to build the latest feature which is suddenly priority number #1. Grand visions are presented, slick prototypes produced, and graphs showing hockey-stick shaped growth begin to build excitement around what is to be delivered. The nicely ordered backlog is transferred from post-it notes to JIRA, and with a wave of enthusiasm…

Most agile practitioners and coaches will refrain from providing advice on what the perfect agile organisation looks like, because we acknowledge that every situation is different and every organisation needs a way of working that suits their people and the environment they find themselves in. However, I believe that as we’ve learned more about agile ways of working and the…

  We are living in a new economic and societal model characterised by fast-changing consumer demand and perpetual connectivity. In this model, businesses have to create highly individualised customer experiences and promote instant solutions for users’ problems in order to remain competitive. Because of this, more organisations are becoming aware of the necessity of adaptable processes, structures, behaviours and mindsets — that allows people to recognise and respond…

Better Agile

I have been fortunate to work with different kinds of agile teams that have missions other than software development. Recently I was surprised when I started a coaching role with a non-software team, and discovered they had been running Scrum for eight sprints, each two weeks long. Besides doing non-effective stand-ups and retrospectives, and showcases filled with over-designed slides; no…

Ten commandments of user stories

After years of delivering software applications, with majority of them focussed on talking to people to understand the problems they are attempting to solve, I thought it would be worth summarising some of my experiences (more or less blissful) in a manner that may inspire those who share the passion of interpreting “user needs”. The recommendations I’m sharing are user…

DevOps tools you need to change behaviour

The DevOps movement – bridging the gaps between software development and operations – is intended to enable IT teams to increase the cadence of release and deployment cycles, allowing products and updates to be released faster. Successfully transitioning to DevOps requires not only organisational alignment, but also a cultural shift towards behaviour like information sharing, cooperation and trust. While there…

We tend to think of design as something visual; a logo or the shape of a chair. But the strategies designers use during the creative process – understanding the people you want to help and designing to suit their needs or solve their problems can be applied in a broader context. Design thinking has proved highly effective across numerous industries…

When an organisation makes the decision to go Agile, almost immediately people rush to restructure teams, change people’s job roles and coordinate daily stand-up meetings. However, while these features are important, they should not be the starting point. The first principle of the Agile manifesto is that individuals and interactions are more important than processes and tools. This means the…